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Report Template Region of Waterloo Service Review Final Report – Appendix B August 28, 2015 Disclaimer This report is based on information and documentation that was made available to KPMG at the date of this report. KPMG has not audited nor otherwise attempted to independently verify the information provided unless otherwise indicated. Should additional information be provided to KPMG after the issuance of this report, KPMG reserves the right (but will be under no obligation) to review this information and adjust its comments accordingly. Pursuant to the terms of our engagement, it is understood and agreed that all decisions in connection with the implementation of advice and recommendations as provided by KPMG during the course of this engagement shall be the responsibility of, and made by, the Region of Waterloo. KPMG has not and will not perform management functions or make management decisions for the Region of Waterloo. This report includes or makes reference to future oriented financial information. Readers are cautioned that since these financial projections are based on assumptions regarding future events, actual results will vary from the information presented even if the hypotheses occur, and the variations may be material. Comments in this report are not intended, nor should they be interpreted, to be legal advice or opinion. KPMG has no present or contemplated interest in the Region of Waterloo nor are we an insider or associate of the Region of Waterloo or its management team. Accordingly, we believe we are independent of the Region of Waterloo and are acting objectively. © 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International 1 Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG CONFIDENTIAL. Appendix A Service Profiles Region of Waterloo Service Review Interim Report © 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International 2 Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG CONFIDENTIAL. Service Assessment Legend Service Level: A = Above standard S = At standard • S + : Some service levels are higher • S – : Some service levels are lower B = Below standard Service Level Source Category: L = Legislation or Regulation C= Council Bylaw or Resolution M = Management Directive IS = Institution / Association / Industry / Sector / Benchmark or Recommended “Best Practice” FA = Funding Agreement / Grant Covenant T= Traditional Service Type: I Internal Facing E External Facing 1. Mandatory 2. Essential 3. Traditional 4. Other Discretionary Costs: Compensation Includes salaries, benefits and related costs Supplies & Services Items or services purchased Grants and Pmts Grants or Payments from the Region to individuals and external agencies Capital Includes debt payments and current contributions to capital projects Allocations Costs charged to this service by other departments of the Region Revenues: User Fees Amounts charged to users for use of a service Other Gov Amounts received from other governments to support the service Internal Recoveries Amounts recovered from other services – the opposite of “allocations” Property Taxes The balance of funds included in Regional property taxes FTEs Refers to the number of staff delivering the service in “Full Time Equivalents” © 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International 3 Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG CONFIDENTIAL. Service Profiles Department: Community Services 1. Departmental Management and Support Services 2. Financial Assistance Case Management 3. Employment Services 4. Financial Assistance 5. Social Development 6. Child Care Management 7. Child Care Operations 8. Long Term Care 9. Community Based Care 10.Housing and Homelessness System Management 11.Homelessness Services 12.Waterloo Regional Housing 13.Housing Services © 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International 4 Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG CONFIDENTIAL. Service Profile Departmental Management & Support Services Program Service Description Corporate Community Services plans, administers, and delivers a variety of services designed to remove barriers and Department support residents in the areas of children's services, employment and income support, housing services, Community Services and senior services. The department administers regionally owned housing, as well as provincially and Service Type federally mandated services related to housing and homelessness. It provides direct delivery of early Internal learning services through five children's centres and Home Child Care, while administering a Child Care Budget ($,000s) Subsidy and providing services for children with special needs. The department operates Sunnyside Compensation $1,282 Home, a long-term care facility, and provides specialized care for people with physical and cognitive Rationale For Service Level Assessment & Service Supplies & $239 Type Services needs. Community Services administers Ontario Works and is an approved Employment Ontario • As part of the recent Organization Review process it was Grants & Pmts $137 service provider. identified that there was a need to centralize administrative Capital $16 and other supports in order to meet the goals and satisfy the Allocations $92 criteria/objectives set out in the review process. Total Costs $1,766 Performance • The changes reflect the innovations proposed by staff within the department and position the Department to be nimble User Fees $32 The new departmental structure was officially and responsive to directional changes in the future. launched in November 2014. As such, the Business Other Gov $913 Support Unit is in its early stages of implementation • During the reorganization the Housing division was aligned Int Recoveries $179 and performance measures are currently being with Community Services. This provided for better service established. planning and delivery of all housing and homelessness Property Taxes $642 services within one department. Total $1,766 • Eliminated a division and redistributed staff among Revenues operational divisions to align policy and research with FTEs 11.8 operations. © 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International 5 Cooperative (“KPMG International”), a Swiss entity. All rights reserved. KPMG CONFIDENTIAL. Service Profile Departmental Management & Support Services Sub-Services Service Service FTEs Subservice Name & Description Costs ($000’s) Revenues Level & Type Notes ($000’s) Source Business Supports Compensation $941 User Fees S I 8.0 • The Business Supports Unit is focused on: The Business Supports unit coordinates Supplies/Svcs $72 Other Gov $508 • Developing processes that are smooth, lean, and planning and service delivery across the simple, which include: Community Services Department. A key Allocation $63 Int Recovery $126 M • Consistent standards and processes that lead to focus is on quality improvement and Capital $12 Property Tax $591 greater accuracy and efficiency. integration of services across the • Accurate and responsive processes that support department. Grants 137 Service Excellence to clients. Total $1,225 Total $1,225 • Leading and facilitating linkages to staff and resources, resulting in successful Departmental outcomes. Immigration Partnership Compensation $341 User Fees $32 S E 3.8 • The Region is the host of the Immigration Partnership and employs the staff team that supports a community The Immigration Partnership is a Supplies/Svcs $167 Other Gov $405 collective of community partners working council and three steering groups (settle, work, and on: settlement; health; housing; Allocation $29 Int Recovery $53 FA 4 belong). The Immigration Partnership was born of community and social services; extensive community consultation on the need for a coordinative body to improve service coordination and education and language training; Capital $4 Property Tax $51 employer, business, and economic delivery to improve immigration experiences in development; and government systems, Waterloo Region. Community partners adopted a Grants which collaboratively develop and Community Action Plan which addresses service implement strategies to collectively Total $541 Total $541 improvement and alignment of settlement and facilitate system improvements for the mainstream service organizations, as well as business successful settlement and integration of and government, in a wide range of areas. Through immigrants and refugees in the Waterloo the Immigration Partnership, Regional staff are able to Region. Over 100 organizations and connect with settlement organizations, mainstream community members are engaged in the organizations, and businesses around a host of issues Partnership. with a view to improving services to meet the needs of the diverse groups in the Region. In the next 20 years immigration will become an increasingly important factor in regional growth as will the value and importance of the Immigration Partnership. © 2015 KPMG LLP, a Canadian limited liability partnership and
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